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Volume 6, Issue 2 (7-2024)
Int. J. Ethics Soc 2024, 6(2): 70-76 |
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Heidari M, Tabarsa G, Sheikholeslami Kandelosi N. Antecedents and Consequences of Organizational Resilience with Emphasis on Work Ethics. Int. J. Ethics Soc 2024; 6 (2) :70-76
URL: http://ijethics.com/article-1-290-en.html
URL: http://ijethics.com/article-1-290-en.html
1- Ph.D. Student in Public Management, North Tehran Branch, Islamic Azad University, Tehran, Iran
2- Department of Public Management, Faculty of Accounting and Management, Shahid Beheshti University, Tehran, Iran ,g_tabarsa@sbu.ac.ir
3- Department of Public Management, North Tehran Branch, Islamic Azad University, Tehran, Iran
2- Department of Public Management, Faculty of Accounting and Management, Shahid Beheshti University, Tehran, Iran ,
3- Department of Public Management, North Tehran Branch, Islamic Azad University, Tehran, Iran
Abstract: (279 Views)
Introduction: Resilience is a capacity to resist stress and disaster. This capability of human resources plays an important role in improving the organization, and being ethical in the profession can be an important factor in increasing resilience. Therefore, the purpose of this research was to analyze the antecedents and consequences of resilience in public organizations with an emphasis on work ethics.
Material and methods: The current research method was of mixed type. In the qualitative part, the theme analysis method was used. The statistical population includes managers and experts (with at least 10 years of experience) in the government organizations of Kermanshah province. 16 people were selected as a sample through targeted and snowball sampling. In-depth semi-structured interviews were used to collect data. Data were analyzed by coding method. In the quantitative part, the descriptive-survey method is used to validate the designed model. The statistical population included the managers of the government organizations of Kermanshah province, 400 people were selected by cluster sampling method, and the information of 396 of them could be used. Data were gathered by a researcher made questionnaire and they were analyzed using structural equation analysis.
Results: Based on the qualitative results of the research, 26 identification components were classified into 9 subcategories and the conceptual model of the research was formed. Also, in the quantitative part, the results of the structural equations showed that the resilience model has a favorable fit in government organizations.
Conclusion: In order to achieve resilience, organizations need capable and ethical human resources, and the organization must develop programs for their preparation.
Material and methods: The current research method was of mixed type. In the qualitative part, the theme analysis method was used. The statistical population includes managers and experts (with at least 10 years of experience) in the government organizations of Kermanshah province. 16 people were selected as a sample through targeted and snowball sampling. In-depth semi-structured interviews were used to collect data. Data were analyzed by coding method. In the quantitative part, the descriptive-survey method is used to validate the designed model. The statistical population included the managers of the government organizations of Kermanshah province, 400 people were selected by cluster sampling method, and the information of 396 of them could be used. Data were gathered by a researcher made questionnaire and they were analyzed using structural equation analysis.
Results: Based on the qualitative results of the research, 26 identification components were classified into 9 subcategories and the conceptual model of the research was formed. Also, in the quantitative part, the results of the structural equations showed that the resilience model has a favorable fit in government organizations.
Conclusion: In order to achieve resilience, organizations need capable and ethical human resources, and the organization must develop programs for their preparation.
Type of Study: Research |
Subject:
Special
Received: 2024/03/4 | Accepted: 2024/04/11 | Published: 2024/07/26
Received: 2024/03/4 | Accepted: 2024/04/11 | Published: 2024/07/26
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